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Soon after Robert Iger took over as CEO of the Walt Disney Company in late 2005, he turned his attention toward Pixar, the animation studio with which Disney had worked since 1991 and was responsible for producing hits such as Toy Story and Finding Nemo. Disney's own animated film business had been in decline since Jeffrey Katzenberg left to establish rival studio Dreamworks and the business relied on revenue from its partnership with Pixar to maintain performance. With the Co- Production Agreement between the two studios coming to a close in 2006, Pixar was looking to negotiate better terms with another distribution partner. Could Disney risk losing them?

learning objective:

To reinforce the lesson that expanding scope creates value when it passes the "better off" and "ownership" tests and to apply those tests to the vertical integration decision. Also exposes the limitations of contracts and the difficulty in valuing relational assets.

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Narrates the story of Emirates, an airline founded in 1985 in Dubai that by 2013 was among the three largest commercial airlines in the world. The case emphasizes how Emirates capitalized on its location-a small city-state strategically located to reach ¾ of the world population in a flight of less than eight hours-to build a fast-growing and profitable hub-based business model. The case details how Emirates' chooses new routes, technology, and equipment and manages its human resources, marketing and branding, and government relationships-together forming an internally consistent strategy that capitalizes on opportunities across geographic markets. Importantly, students are asked to evaluate if the airlines' strategy will be sustainable as Emirates faces technical and political challenges to expand and must compete with numerous new players from the Middle East.

learning objective:

(1) Explore drivers of competitive advantage, (2) identify and evaluate threats to sustainability of competitive advantage, (3) understand how the founding location of a firm affects its business model, and (4) recognize how a sound location strategy creates value.

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In April 2013, Ford Asia Pacific & Africa (FAPA) was examining its options for e-coating service metal parts for the Ford Customer Service Division in Sanand, Gujarat, India. Randy Creel, Director of Parts Supply & Logistics, FAPA, worked with his colleagues in the US, UK, China, and India to conduct analysis and develop three options: outsourcing e-coating to a third party in Sanand, outsourcing e-coating to a third-party in Chennai and transporting the parts to Sanand, or building a stand-alone facility in Sanand. Factors like cost, quality, speed, and risk needed to be considered for this decision which had impact on profitability and customer satisfaction. Which option should FAPA choose?

learning objective:

To show (1) how the existence of local suppliers is an important determinant of location decisions (2) the factors to consider for the buy/make decision.

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In 2013, Nokia sold its Device and Services business to Microsoft for €5.4 billion. For decades Nokia had led the telecommunications (telecom) industry in handsets and networking. By the late 2000s, however, Nokia's position as market leader in mobile devices was threatened by competition from new lower-cost Asian manufacturers. Apple's 2007 release of its iPhone established an entire new category-the smartphone-immediately popular with users. What were Nokia's missteps over the years? What should Nokia have done differently?

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Oktoberfest, an annual festival held in Munich (Germany) for more than 200 years, has grown in recent decades into a hugely popular event that attracts 7 million visitors annually, a large proportion of which are foreign. In fact, Oktoberfest's global appeal is so strong that hundreds of copycat Oktoberfest events exist in cities as diverse as Cincinnati (U.S.), Bangalore (India), Beijing (China), and Blumenau (Brazil). The case provides information about the economic value Oktoberfest generates for its main players: the city of Munich, the breweries, the souvenir and merchandise stands, and the firms that provide rides. It then asks whether there are unexploited opportunities to capture more value from Oktoberfest globally.

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